2. The role of change communities is to bring staff with us as we progress the change
journey
Degree of support for the change
Contact
Awareness
Understanding
Engagement
Acceptance
Commitment
“I’m being told about something”
“I know what it is”
“I know the implications for me”
“This looks worth a try”
“The new rules”
“I like to do it this way”
Time
Internalisation
This is the way we do things

3. We intend to use change communities to help us land communication messages,
work issues and deliver mobilising events with key stakeholder groups
Stages of engagement Focus
Contact
No knowledge or sketchy information about the programme The communications starting point: Emphasize basic messages and focus
on comprehension measure.
Awareness
Some knowledge of the basics, not sure why we are doing this Communications have not taken hold: Emphasize basic messages and
focus on comprehension.
Understanding
Understand the basics, understand why we are doing this, concerned
about the impact at a business / departmental level, concerned about
impact at individual level
Communications have taken hold: Emphasize overall benefits messages.
1:1 Dialogue with line manager on individual impacts and what they mean
Engagement
Understand the basics, understand why we are doing this, understand
benefits exceed costs at all levels of the business, and is now a willing
participant
Communications have taken hold: Emphasize organizational benefits
messages.
Needs and concerns have been addressed and resolved
Commitment
Understand the basics, understand why, understand benefits of attending
training, looking forward to the change
Communications have taken hold: Emphasize individual benefits
messages.
Acceptance / Internalization
Understand the basics, understand why, understand the change they have
gone through, prefer the new ways of working to the old.
Communications have taken hold: Training has been delivered, individuals
have gone through the learning curve, the benefits of the new system are
visible, confidence and competence is evident

4. Change communities help to ensure that the flow of change
is maintained and stays focused
Create
short
term wins
Enable
action
Don’t
let up
Make
change
stick
Increase
Urgency
Build the
guiding
team
Get the
vision right
Communicate
for buy in
People start
telling each
other, ‘lets go,
we need to
change things
People start
telling each
other, ‘lets go,
we need to
change things
A group of
people powerful
enough to guide
a big change is
formed and they
start to work
well together.
A group of
people powerful
enough to guide
a big change is
formed and they
start to work
well together.
The team
develops the
right vision and
strategy for the
change effort
The team
develops the
right vision and
strategy for the
change effort
People begin to
buy into the
change, and this
shows in their
behaviours, their
actions and
what they say
People begin to
buy into the
change, and this
shows in their
behaviours, their
actions and
what they say
More People
feel able to act,
and do act on
the vision
More People
feel able to act,
and do act on
the vision
Momentum
builds as people
try to fulfil the
vision, while
fewer and fewer
resist the
change
Momentum
builds as people
try to fulfil the
vision, while
fewer and fewer
resist the
change
People make
wave after wave
of changes until
the vision is
fulfilled
People make
wave after wave
of changes until
the vision is
fulfilled
The new and
winning
behaviours
continue despite
the pull of
tradition, old
patterns of
working and the
change seeming
to have been
completed.
The new and
winning
behaviours
continue despite
the pull of
tradition, old
patterns of
working and the
change seeming
to have been
completed.
FEELSEE CHANGE

5. Change communities operate at a local level, delivering interventions,
collecting feedback and managing local issues and concerns
ESG
People Change Champion
Process Change Champion
Transition Change Champion
Leading the change Champion
Purpose
Validate progress
Communication
soundboard
Communication feedback
Assessing perceptions of
change
Members
Purpose
Process design
adherence
Quality check to design
Capturing key changes
Getting feedback
Capture learning from
transitioning to new
processes
KPI on is process
achieving stated
objectives
Members
Purpose
Participate in delivering
mobs events
Participate in issue
resolution sessions
Participate in RATs
Assess perceptions of
change
Role model the new
culture principles
Members
Purpose
Championing use of offshore
lifecycle
Sharing experience of
offshoring with colleagues
Provide support to resolve
issues and achieve optimal
offshore model
Act as communication
champion
Championing the new
processes
Members
Core team
The guiding principles of the culture work will be woven into everything we do

6. Meetings to explore, discuss and
review the full impacts of the people,
process, systems change, and identify
risks to the implementation
Gather more information, and agree
roles and responsibilities for Change
ESG & Core team make assessment for next
phase to begin, or support business
function with the management of
any change ‘hotspots’ within the IT function
Core team measures progress against
plan to assess the effectiveness of the
change teams performance.
Transition and process teams implements
customised change activity plan, Stream
facilitates and supports in advisory capacity
People and mobs teams customised
change plan
that will prepare our people for change
Generation of Key activities and
alternatives for change plan
(What, how & when)
2 Way dialogue and measurement with
all change stakeholders throughout the
change
Develop Change Objectives
• ESG
• Change champion communities
• Core team
Fact Base
Based on
• Impact Assessment of business process
• Stakeholder Assessment
• Stakeholder feedback
• Dilemma Management
Change communities work with core team in supporting the business in
managing change

7. The role of change champions is to be the firelighter in their
communities
Change Champion
The role
The role of change champion is to be the focal point for change activity in a given location. The role acts as a co-ordinator for interventions,
gathers feedback and channels it to the core team and responds where possible to local concerns and issues relating to the change programme.
The role is not a full time role; the role is performed on an ad-hoc basis.
The role is to act in support of local change initiatives by ensuring that:
Mobilising events are planned and delivered
Communications are delivered and feedback is solicited
The perceptions and feelings about the project are assessed and fed back to the project team.
The deliverables
Change champions are drawn from all levels and from all areas in the IT functions. The key deliverables in this role will be:
Delivering “Leading the change” sessions
Delivering “Managing the impact of change” sessions
Collecting and collating feedback locally for the core team
Reporting back to the core team on the attitudes and perceptions locally to the programme
Delivering key messages to target communities
Assisting in the delivery of key programme milestones.
The person
Change champions will have the following attributes:
Respect and standing in the local area, they light the fires of change and keep them going
People orientation, will understand that people make the difference
Good communication skills, will be comfortable with groups, large and small
Good organisation skills, will be able to deliver to deadlines
Require little direction, will be able to work autonomously
Ability to follow a plan, will see thing through and do the follow up
Natural dissatisfaction with the “status quo”, will have curiosity and drive to understand “how it could be better”